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Essay / Research Paper Abstract
4 pages in length. Kettl and Fesler (2005) openly document one of the most significant problems plaguing contemporary public administration: The undeniable lack of coordination between and among agencies. That the authors contend such coordination is often characterized as the "philosopher's stone" of an effective public administration speaks to the very essence of what is missing from today's agencies whose primary focus is to alleviate crises, not add to them. Bibliography lists 4 sources.
Page Count:
4 pages (~225 words per page)
File: LM1_TLCCoordPrb.rtf
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Unformatted sample text from the term paper:
as the "philosophers stone" (Kettl et al, 2005, p. 108) of an effective public administration speaks to the very essence of what is missing from todays agencies whose primary focus
is to alleviate crises, not add to them. One of many examples that illustrate this incongruence between and among public administration agencies is the way in which FEMA responded to
Hurricane Katrina. Effective response is the mantra of all public administration agencies, not the least of which is FEMA, whose entire reason for existence is to immediately stop the
progressive tailspin inherent to such natural disasters as Hurricane Katrina. When this assistance did not arrive for days after the impact, the entire country realized there is a tremendous
breach of responsibility where FEMA and other state/local agencies are concerned. Strongly criticized throughout its recent history, FEMAs response time - according to
those who challenge the Agencys performance record - has left much to be desired where Hurricane Katrina is concerned. At the crux of the problem is FEMAs obligation where
financial considerations reside, inasmuch as the Agency "must work with local and state governments, who contribute 25% of the costs, which causes delays while the governments seek funding" (Taylor, 1992,
p. 2703). The general public, disaster victims and many others who have operated directly at ground zero with disaster relief do not readily understand nor accept this reasoning, arguing
how large disasters such as Hurricane Katrina are better handled by the military whose workforce and equipment far surpass FEMAs limited scope of authorizing grants and loans. The National Response
Plan - the strategy set in place to manage response time during the aftermath of Hurricane Katrina - was nowhere near ready or able to rise to such a precedence-setting
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